Review : Continuous Improvement Cycle

1.5 Systems for Continuous Improvement – While leaders are able to articulate West End’s priorities, the path or strategy for success within each of these initiatives is not consistently defined for teachers, students and parents. Priorities are clearly identified by the leadership team however the expected outcomes for these strategies are not clearly defined at the outset. For example, the implementation of a CCSS-aligned Math curriculum is a widely understood improvement strategy among West End leaders, however teachers, students and parents may remain unclear on benchmarks and expected outcomes as they relate to increased rigor and resulting student gaps, changes in classroom instruction, teacher coaching and parent education/support with

Use the Model of Improvement to develop a Plan, Do, Study, Act (PDSA) cycle for addressing an outbreak of salmonella at your hospital, how would you share your strategies with your colleagues, and evaluate the impact of your efforts?

Mediums to be used in order to inform team members of the outcomes of continuous improvement processes could be in the form of a soft copy such as e- mail, sms, a power point presentation, or an Intranet platform as well as in the shape of a hard copy like personalised letters and general newsletters. For outcomes concerning the entire team a staff meeting is to be considered at which any of the above mentioned media can be used to accomplish and support the outcomes presentation. Graphs and

Several key learning points may be derived from this case study. The most important objective is to understand the many and challenging problems in implementing a large-scale change within a health care organization. A disruption of current trends and practices needs a strong leadership presence that can help see the larger picture and direct the flow of work in the right direction. A second object of understanding the financing and human resource issues involved in this case study are also implied as attaining cost savings appears to be very important in this environment. The third objective is to identify

Planning is an essential phase of the nursing process. In order to reduce the rates of the medication errors, we should apply new planning strategies that can change the working environment and daily routines. Kurt Lewin’s “The Development of Change Theory” is one of the classic theories that is very helpful and useful in identifying and implementing changes in the organizations and the health-care system. There are three phases through which the change agent should go before a planned change can become a part of the system. They are unfreezing, movement, and refreezing (Marquis & Huston, 2015).

The Goal: A Process of Ongoing Improvement, by Eliyahu M. Goldratt and Jeff Cox was written in 1992. It was an attempt to bring highly technical theories around ongoing process improvement to the reader in a non-technical way. The Book is filled with many “aha” moments that lead to a heightened awareness and provide a comprehensive framework for real goal attainment.

Now that we know what problems the hospital faces we must come up with some possible solutions to these problems. These solutions may or may not be the correct decisions, but they will help to lead to the final decision. By brainstorming a variety of ideas, we can see what solutions can possibly solve the problem as well as look at the pros and cons of each possible solution.

I think also it goes to a different mindset, because typically those workers were working in an economy where they started when they were 20 and work until you are 60 years old in that job setting and I think that is one of the struggles and they thought this was their last job. I know I got re interviewed ten years ago, but I thought I was going ride this one until retirement. Now you have got twelve more years until retirement and you have to relook at stuff.

Thereby, having the clinic staffed with higher educated employees fosters critical thinking because individuals with higher education are used to utilizing critical thinking skills (Davis & Goetsch, 2010). In addition, the employees at the clinic cannot be expected to be fully empowered without training, thereby weekly training sessions with role play will help them understand the vision, mission and goals of the clinic while allowing them to make decision and hold themselves accountable (Houlihan, 2014). As the CEO of the clinic, I would provide meetings and open discussion to ensure all employees understood the operational priorities of the clinic ( patients per day above 40, patient satisfaction above 50th percentile, coding change from ICD-9 to ICD-10, scheduling should ensue open availability of 3 patient appointments per day and 5 physicals and the other appointments 15 minute slots, return calls of all patients by end of business and strategic growth of 5 percent new patients per month and increased revenue of 10 percent per quarter) while giving them clear and defined job expectations and reviewing standards, policies and procedures. Furthermore, I would change the performance evaluation of all employees to reflect empowerment and contribution to the organizational

As a CEO of the Healthcare Unit I would follow the Plan, Do, Check and Adjust (PDCA) cycle for improvement activities (Goetsch & Davis, 2014). I shall plan, implement the action points, check the effectiveness, check the sustainability & then stabilize & again proceed for further improvements. The good thing about this cycle is that it can be repeated until it is successful (Goetsch & Davis, 2014).

Before building a strategic plan, the organization must examine the past and recent history and changes that may have occurred beforehand or recently. With constructing this program, the team must include all involved stakeholders, gain their support, and provide them with the information needed to carefully plan this program. In developing a strategic plan, we are focused on developing value and priorities for the patients as well as the nurses. This may include involvement with clinical directors, nurse managers, charge nurse, psychologist, and budget analyst in order to reach the focus of values and priorities for patients and nurses. With a knowledgeable team in place, the target is to develop and implement a learning plan

Taking stress off of the doctors and medical staff to allow them to see more patients

The Continuous quality improvement (CQI) is very essential component of public health. The quality management is focused not only on product and service quality, but also on the means to achieve it. It was good explanation about healthcare delivery systems in the US, public health agencies and national public health performance standard program (NPHPSP) and they should have responsibility to achieve CQI. I have perceived CQI key concepts, aims of public health delivery system and how core and support system functions based on methods. Six sigma is significant role in public health management for process improvement to eliminating the defects. I learned six sigma process improvement model which help to improve quality care. However, many hospitals and healthcare practices have adopted six sigma management tools to help achieve goals. Employing six sigma principles in healthcare settings can help eliminate defects and variations in processes and it can help make procedures more streamlined, less cost and help

As the CEO of Nashville General Hospital, a non- profit teaching hospital located in Nashville, TN it is improvement for your entire staff and team to be onboard when promoting rationale of continual improvement. It is important for all levels of the organization to be on board when making these changes and implementing them throughout the hospital in order for the changes to be successfully implemented. Management’s role in the success of the program is vital to the company. Managers and leaders are the ones who set the tone of the organization. Committing to moral and physical support, establishing specific quality improvement goals with timetables and target dates, as well as resources that are needed in order to make the changes, having

Data analysis is a critical component of the Continuous Improvement Model. For a school to make improvements, the initial step should be inventorying the school’s data to gain a baseline and make data-driven decisions. Within High School ABC 9th grade’s data, there was an average of 54.5% of students making learning gains in reading, with 0% difference for the three years. In the area of math 9th-grade, students made an average of 65% average growth with a -1% three-year growth difference. On the other hand, within the lowest quartile of the 9th-grade class, there has been more growth. In the area of reading, there has been an average of 43.5% learning gains, with a 7% three-year positive difference. In the field of math, the lowest quartile